I'm one of those people who has a serious profusion of ideas -- I don't have enough time to follow up on all the good ones, because I tend to focus on delivering projects I'm already working on. On the rare occasion that I'm invited to meetings, I generally stay quiet and listen to my coworkers talk through issues that they're having. Often, I'll perk up at some point and ask a simple question that seems obvious "what if we... / why aren't we..." -- but nobody was looking at the problem like I am, so my "obvious" solution saves the day.
The real value of ideas people is that we don't get hung up on the details. We find "out of the box" solutions to problems that can trip up linear thinkers, and we're better at finding the nearest feasible pivot when that's necessary. We rely on experts to fill in mundane details, and if we can't play ball when they get stuck on the inevitable gaps in our ideas... then we've led our experts down a rabbit hole.
Good ideas people will have a specialty that they can fall back on. Your team only needs a few ideas a month, and you need something else to occupy your time -- because no matter how valuable your solutions are, yesterday's problem doesn't cost a dime once you've solved it. And the value of an idea is ephemeral -- once it's in the air and people start working on it, they build credit and it quickly becomes "theirs." Nobody else will/should see the hundreds of similar-shaped ideas that you rejected along the way -- your process isn't "work" to them. So apply yourself to a measurable quantity that technical folks can understand, keep your brainstorms at 20%, and only discuss the wild ideas with people who can meaningfully engage in creative processes.